the rutgers university alumni association …dear members of the rutgers alumni community, a great...
TRANSCRIPT
T H E R U TG E R S U N I V E R S I T Y A L U M N I A S S O C I AT I O N S T R AT E G I C P L A N
STRENGTHEN ING RUTGERS BY REAF F I RM ING VALUES , I DENT I F Y ING PR IOR IT I ES , AND IMPLEMENT ING NEW STRATEGI ES
Dear members of the Rutgers alumni community,
A great university acknowledges the importance of its alumni and does everything possible to
keep them engaged, connected, and filled with pride. For that very reason, the Rutgers University
Alumni Association (RUAA) formed 10 years ago, enhancing and unifying the alumni experience
that is woven into the fabric of this historic institution.
Over the past decade we have accomplished a great deal. We have empowered chartered
organizations to engage more alumni than ever; we have created partnerships to establish
alumni career services; and we have helped strengthen Rutgers’ culture of philanthropy through
a student group, the Scarlet Council. But there is much more to do. To address the ongoing
needs of Rutgers alumni—who now number more than 500,000 worldwide—we must set our
sights on transformative strategic goals.
This strategic plan is designed to complement those of the university and Rutgers University
Foundation. It embraces national best practices adapted to our community and focuses on
increasing alumni engagement, adding value to the alumni experience, and aligning our
priorities across the organization. At its core is a deep commitment to all Rutgers alumni, and to
upholding the role they play in keeping Rutgers strong.
Scarlet Forever,
Joseph H. Lemkin RC’90
Chair, RUAA Board of Directors
Donna K. Thornton
Vice President for Alumni Relations,
Annual Giving, and Communications
The Rutgers University Alumni Association Strategic Plan | 1
A N E W C H A P T E RIn 2017, Rutgers University Foundation adopted
a new strategic plan, designed to cultivate best
practices that inspire greater philanthropic support
and foster enduring connections with Rutgers
alumni and friends.
The RUAA Board of Directors met to assess the
need for a new alumni association plan that would
align with the foundation’s latest roadmap. The
board tasked the RUAA staff with identifying current
trends in alumni relations and laying out the future
priorities of the RUAA.
As part of this process, RUAA staff members met
with alumni, university partners, foundation staff,
and academic leadership. The conversations were
insightful and provided direction on how the RUAA
can add value to the alumni experience and further
advance Rutgers causes.
The process culminated in this strategic plan,
highlighting five major priorities to accomplish
over three years.
2 | The Rutgers University Alumni Association Strategic Plan The Rutgers University Alumni Association Strategic Plan | 3
O U R P R O C E S SOur strategic planning effort focused on addressing how we can position the RUAA for the future.
We asked key questions of each stakeholder group:
» What is our fundamental purpose?
» Who are our alumni and what are their interests, expectations, and needs?
» How can we better support our foundation and university partners?
» How can we further engage more than 500,000 alumni by adopting industry best practices?
O U R A S P I R A T I O N S Tasked with engaging all alumni, the RUAA is vital to the
success of Rutgers University Foundation’s efforts to create a
culture of philanthropy. The association is uniquely positioned
to help develop a pipeline of future donors while inspiring
lifelong pride in, engagement with, and support for Rutgers.
F O U N D A T I O N A N D A L U M N I R E L A T I O N S C O R E P U R P O S E We promote philanthropic support and enduring connections
with alumni and friends, enabling Rutgers to transform lives.
R U A A V I S I O N To inspire a sense of lifelong pride in the university, the RUAA
empowers Rutgers alumni to engage with and support their
alma mater.
R U A A M I S S I O N To strengthen Rutgers, the alumni association builds
community and fosters scarlet pride through the meaningful
engagement of all current and future alumni.
R U A A V A L U E S Our values guide our perspective and our actions, as
described on the following page.
O U R P R O C E S S (continued)
Our plan identifies five strategic priorities, which focus our efforts on engaging alumni and
advancing Rutgers. Building on the realized efforts of the 2014 RUAA Strategic Plan, these
priorities allow us to set specific goals: adding value to the alumni experience and aligning our
efforts with university partners and colleagues in Rutgers University Foundation.
S T R AT E G I C P R I O R I T I E S
4 | The Rutgers University Alumni Association Strategic Plan The Rutgers University Alumni Association Strategic Plan | 5
P R O F E S S I O N A L I S M A N D R E L I A B I L I T Y We are a world-class
association providing
excellent service to alumni,
students, and the entire
Rutgers community. We are
accountable, efficient, and
proactive in all that we do.
L O Y A LT Y T O R U T G E R S
Regarding a degree from
Rutgers as something to be
prized and cherished, we
strive to improve the alumni
experience and strengthen
graduates’ ties to Rutgers.
P R I D E
We instill in all Rutgers
students and alumni a
strong sense of belonging,
tradition, and attachment
to their alma mater.
I N C L U S I O N A N D D I V E R S I T Y We respect and celebrate the
fundamental value and dignity
of all Rutgers alumni. We pledge
to create and maintain an
environment that honors diverse
traditions, heritages, experiences,
and individuals.
I N N O V A T I O N We are solutions-oriented and
implement new ideas in order to
achieve exceptional results and
advance the mission of the Rutgers
University Alumni Association.
C O L L A B O R A T I O N A N D M U T U A L S U P P O R T We work together to achieve
our goals through transparency,
trust, and positive mutual regard.
ST R AT EG I C P R I O R I T Y # 1 : Meaningfully engage and communicate with current and future alumni based on their needs,
interests, and life stages
H I S T O R Y In the past, all of our alumni received all of our
communications. Alumni were sent a one-size-
fits-all version of our monthly enewsletter, and we
planned our events to be large and to appeal to the
majority of alumni at each university location. We
cast a wide net, hoping to interest some participants
in opportunities for engagement. These efforts left
room for growth and improvement—opportunities
that have become easier to seize in recent years as
communications resources and tools have evolved.
W H Y I T M A T T E R S It is critical that we engage and communicate with
our alumni based on their needs, interests, and life
stages. Doing so will help imbue our outreach efforts
with personal meaning and resonance, inspiring
further engagement and action among our alumni
and dissuading them from turning elsewhere to
donate their time, skills, and financial resources.
1
We have identified our values as follows:
6 | The Rutgers University Alumni Association Strategic Plan The Rutgers University Alumni Association Strategic Plan | 7
T A C T I C S
» Assess current alumni data
» In cooperation with the Office of Foundation and Alumni Communications, audit current
alumni communications and develop communications plan
» Define life-stage segmentation best practices
» Diversify engagement efforts based on alumni needs, interests, and life stages
» To test new communications, engagement, and solicitation strategies, create an integrated
pilot program focused on a group of millennial alumni
O N C E W E ’ V E A C C O M P L I S H E D I T Alumni will receive more relevant versions of RUAA communications, tailored specifically to
their needs. A wide variety of events will appeal to a spectrum of alumni interests and life
stages. Individual graduates will be more likely to experience a personal connection
with the RUAA and will develop and deepen their bonds with Rutgers.
ST R AT EG I C P R I O R I T Y # 1 ST R AT EG I C P R I O R I T Y # 2 : Enhance the academic reputation of Rutgers through intentional, purpose-driven partnerships
and engagement with academic units
H I S T O R Y
Since its inception, the RUAA has promoted the
university’s academic excellence. Out of the 115
RUAA chartered organizations, about one-third are
school affiliated. Group volunteers have proven
indispensable in spreading the word about the first-
class research and education taking place at Rutgers.
Moving forward, the RUAA will take a more
intentional approach to outreach, relationships,
and collaborations with academic units to highlight
how each chancellor-led unit is improving local
communities, the state of New Jersey, and the world.
W H Y I T M A T T E R S Based on research conducted in 2014, a large
percentage of alumni want to know about the
academic side of Rutgers. Alumni interests vary—
from serving students to networking with fellow
alumni; from learning about a specific academic topic
to attending athletic events. But we should never lose
sight of the university’s primary purpose: education.
Highlighting Rutgers professors and their expertise
inspires pride. In addition, making Rutgers expertise
available to alumni can help build their skills and
credentials, thus increasing alumni satisfaction and
participation.
1 2
8 | The Rutgers University Alumni Association Strategic Plan The Rutgers University Alumni Association Strategic Plan | 9
T A C T I C S
» Develop processes to better identify alumni returning to campus
» Develop best practices for academic partners that host alumni
» Demonstrate RUAA value to academic leadership
» Develop opportunities to showcase faculty, research, and academic priorities
» Work with chancellors and deans to identify alumni engagement
opportunities that support their academic priorities
ST R AT EG I C P R I O R I T Y # 2 ST R AT EG I C P R I O R I T Y # 3 : Connect with alumni where they live and work through increased regional and workplace engagement opportunities
H I S T O R Y While we work toward being the central source for alumni events, our efforts to promote workplace-focused
programs have not been comprehensive. The current state of our workplace engagement is providing support for
alumni networks and episodically hosting events at companies with high numbers of Rutgers alumni.
W H Y I T M A T T E R S Engaging alumni where they live and work makes the RUAA relevant across Rutgers and demonstrates to alumni
that we understand and accommodate our stakeholders. A comprehensive, strategic, regional, and workplace-
focused engagement program positions the RUAA to raise awareness, increase engagement, and significantly
move the needle on philanthropic goals.
T A C T I C S
» Gather employee data
» Create a regional engagement plan
» Develop a workplace engagement program
» Identify key corporate partners and alumni champions
O N C E W E ’ V E A C C O M P L I S H E D I T We will have transformed alumni engagement to
be strategically communicative, relevant with alumni
regionally, and visible where they work. We will raise
alumni awareness of Rutgers’ academic excellence
and brand presence; demonstrate value through partnerships and by supporting our college/unit partners in
their strategic goals; and boost attendance and consumption of regional programs, workplace programs, and
communication programs.
We will also expand contact and employment information in alumni records, leading to strengthened
communication, programming, and more. We will improve the quality and quantity of leadership volunteers;
build a stronger donor pipeline; transform our regional efforts; and align the RUAA with workplace engagement
best practices.
2 3
O N C E W E ’ V E A C C O M P L I S H E D I T We will have expanded engagement
programming by adding academic content
and academically renowned alumni experts
to the already deep roster of activities we
host. We will offer opportunities for alumni
to expand their knowledge or learn new
skills. This effort will position RUAA staff at
all locations to be viewed as the “go-to”
resources when community members want
to feature alumni and faculty in workshops,
lectures, classes, and other programming.
10 | The Rutgers University Alumni Association Strategic Plan The Rutgers University Alumni Association Strategic Plan | 11
4 4ST R AT EG I C P R I O R I T Y # 4 : Provide value to Rutgers alumni through comprehensive career services
H I S T O R Y
Rutgers’ delivery of career services to alumni has been sporadic and driven by campus career offices linked to
the location where the alumna or alumnus earned his or her degree. Centralized services were inconsistent
across Rutgers locations, and fee schedules varied.
In 2017 the RUAA hired a dedicated alumni career service professional to develop inclusive and broadly
reaching career-service features for alumni from all university locations, including Rutgers Biomedical and Health
Sciences (RBHS). While some of the advising and student service components are not yet available outside of
New Brunswick, our full-time specialist has built bridges to alumni and academic partners to offer the newest
module, Student-Alumni Career Connect, to all Rutgers alumni and students.
Career Connect follows the “clusters” model and allows alumni and students to customize their career
connection experience within fields of work rather than restrict them to majors or degrees. Currently, the
module is populated with more than 5,000 alumni, staff, faculty members, and students. The goal is to use a
grassroots-style effort to build populations of alumni in student-requested areas such as medical, technical, and
other professions requiring graduate education.
W H Y I T M A T T E R S Students now…alumni forever. The career services
offered by the RUAA can span the lifetime of an
alumnus or alumna and form a portal to new
opportunities at any point along his or her career
path. Offering a robust and inclusive menu of career
services will allow us to reach current and future
alumni across all dimensions of the job-search
equation (seeking, mentoring, and hiring). It will
amplify the relevance of their alma mater to the
entire alumni community, both locally and globally.
T A C T I C S
» Identify certification/continued education opportunities through the workplace
» Create relevance for alumni in various career stages and with diverse needs
» Develop RUAA in-person career services programs
» Develop virtual career services programs
» Replicate alumni career services across locations
O N C E W E ’ V E A C C O M P L I S H E D I T Creating relevance at all career stages means that Rutgers will stay top-of-mind for alumni, thus
encouraging engagement in continuing education as well as career development. Depending on the
program’s impact and/or the capacity of the alumni it serves, career services will likely have a positive
effect on philanthropy and alumni gratitude.
Development of in-person and virtual career service programs will allow Rutgers to remain connected
and relevant to alumni across the globe. This inclusive model reflects the personalization necessary to
meet alumni where they are in any stage of their career path.
Replicating alumni career services at all university locations for all graduates will create a culture of equal
treatment and inclusiveness for our alumni, and may pave the way for previously underrepresented
graduates to become advocates for the university.
ST R AT EG I C P R I O R I T Y # 4
12 | The Rutgers University Alumni Association Strategic Plan The Rutgers University Alumni Association Strategic Plan | 13
ST R AT EG I C P R I O R I T Y # 5 : Transform alumni engagement efforts with a data-driven culture of assessment, analysis, training, and action
H I S T O R Y
Since its inception, the RUAA has tried to maximize the use of data collection and analysis. Recently, we
undertook research to identify alumni interests and needs, collect alumni observations of Rutgers, and clarify
alumni connections to their alma mater. The RUAA applied these findings to focus its work and provide
intentional and unique programs, events, training, and communications.
We share tailored reports with university partners and alumni groups to provide broad demographic information
that can help achieve desired outcomes. Areas of growth include greater depth of analytics and meaningfully
engaging with alumni interests on social media platforms.
W H Y I T M A T T E R S Identifying alumni data is key to mastering the needs, wants, and interests of more than 500,000 alumni.
Through analysis and reporting of data, we can assess trends and interests of alumni population segments and
demographics to develop many intentional ways of communicating personally meaningful opportunities. It is
mission-critical to engage young alumni early to develop personal, long-lasting ties to Rutgers that can occur
only through a data-driven culture.
5
It is also vital that we work closely with our
partners at Rutgers University Foundation
and across the university to enrich the
alumni experience while deploying the vast
array of talents, resources, and ideas that
Rutgers’ 500,000-plus graduates bring to
the table. Rutgers always benefits when
its alumni are energized and personally
invested in its future.
T A C T I C S
» Continue to evolve the engagement metric
» Develop best practices and effectiveness for data collection
» Identify reporting needs of RUAA
» Develop training for RUAA staff
» Identify methods to streamline data collection of
volunteers and event attendees
O N C E W E ’ V E A C C O M P L I S H E D I T The RUAA will become a leading higher education organization in data collection, analysis reporting, and intentional
communication based on location, educational interests, workplace, life stage, and social interests.
Identifying alumni innovators with the interest and capacity to engage with Rutgers, the RUAA will continue to
improve in providing value to individuals and the university. Our ability to promote data-driven, interest-based
opportunities through strategic channels will greatly benefit alumni who share common interests.
M A K I N G T H E P L A N A R E A L I T Y
Our commitment to support Rutgers
and empower all alumni to positively
impact the university guides every step
we take. As we put this strategic plan into
action, we will continue to ensure that
the personnel, organizational structure,
and day-to-day work of the RUAA closely
mirror each of the stated priorities.
R U T G E R S U N I V E R S I T Y A L U M N I A S S O C I A T I O N